Includes bibliographical references

Preface; Executive Summary; Introduction : The Meaning of Operational Excellence ; Acknowledgements ; Contents ; Part I ; 1 : What Is Wrong with the Current Continuous Improvement (CI) Practice? ; 1.1 The Dominant Practice of Change Management ; 1.2 The Impact of OCM on Lean ; 2 : What Is Continuous Improvement, and What Is Not ; 2.1 Continuous Improvement at Toyota ; 2.2 The Toyota DNA ; 3 : Strategies of TPS/Lean Implementation; 3.1 Lean as a Platform of Kaizen Events; 3.2 Facets of Behaviour Improvement via Management Systems ; 3.3 The TPS Spin-Offs ; 4 : The Toyota Way 4.1 The Japanese Education System in the Service of Kaizen 4.2 Two Different Conceptions of Waste ; 4.3 Toyota in Crisis ; Part II ; 5 : Building a New Framework ; 5.1 Reconstruction and Reproduction ; 5.2 Productive Individualism ; 6 : A New Framework ; 6.1 Individuals are the Key ; 6.1.1 A Summary Chart ; 6.1.2 Why Is the Western Tool-Focus Reductionist? ; 6.1.3 Natural Needs in the Root of the Revised Framework ; 6.2 The Production of Improvemen t; 6.2.1 How Does Culture Work in the Interest of Operational Excellence? ; 6.2.2 Behaviour Management is Suppressive -- 6.2.3 A Revised Behaviour Management Framework6.2.4 The Production of Improvement as Opposed to Output ; 6.2.5 The Leadership and CI Principles ; 6.2.6 The Transformation Framework from Afar ; 6.2.7 Two Generic Principles of Transformation ; 6.2.8 The 7-Stage Transformation Formula ; 6.2.9 Two Qualitative Transition Phases ; 6.2.10 A Learning System ; 6.2.11 The Training and Workplace Coaching System ; 6.2.12 A Complement to PDCA : The IARS Cycle; 6.2.13 The Rise to Stage 7 is Preferable ; 6.3 How to Go About It; 7 : Conclusion and Practical Benefits ; Appendix ; Behaviour Checklist ; Foreword

Chart of CategoriesScores per Statement; Checklist; (22 Categories, 110 Statements); Process; System; People; Self; Bibliography